"Build credibility and trust" would give you a foot into the door. As a new team member or a junior engineer, that should be most important thing to tackle.
Love this article! One of the best ways to build trust (and influence) I’ve learned as a PM is to do the things you said you’d do and TELL people you did them. They feel seen and heard. Repeat this a few times and they trust you to get shit done. Eventually they trust you with decisions you make and ideas you bring. Influence. This applies to everyone and not just PMs
It goes in line with your second tip, but it's not limited to people in your network.
If what I propose is something "well-known", like a best practice of technology, even if I don't have the authority I'd reference the authorities that promote the approach
On the technical decision-making side, the worst is a team blindly following an agenda.
You want constructive discussions, feedback on your ideas, alternatives suggested, and questions asked from team members in doubt. In my experience, these things rarely surface in a team where the leader reads with pure authority. People usually will work heads down and just try to finish the project as fast as possible. They'll keep their suggestions to themselves because they'll know they're not welcome.
There is really no other way around than building trust when it comes to leading & authority, right?
This is a great writeup.
"Build credibility and trust" would give you a foot into the door. As a new team member or a junior engineer, that should be most important thing to tackle.
Excellent point, it is the place to start when you join a team.
Love this article! One of the best ways to build trust (and influence) I’ve learned as a PM is to do the things you said you’d do and TELL people you did them. They feel seen and heard. Repeat this a few times and they trust you to get shit done. Eventually they trust you with decisions you make and ideas you bring. Influence. This applies to everyone and not just PMs
Interesting read, John.
I'd add one more: "Borrow authority".
It goes in line with your second tip, but it's not limited to people in your network.
If what I propose is something "well-known", like a best practice of technology, even if I don't have the authority I'd reference the authorities that promote the approach
Excellent point Fran.
On the technical decision-making side, the worst is a team blindly following an agenda.
You want constructive discussions, feedback on your ideas, alternatives suggested, and questions asked from team members in doubt. In my experience, these things rarely surface in a team where the leader reads with pure authority. People usually will work heads down and just try to finish the project as fast as possible. They'll keep their suggestions to themselves because they'll know they're not welcome.
There is really no other way around than building trust when it comes to leading & authority, right?
Absolutely!